Tuesday Jan 13, 2015

The New Face of Project Management: Are Specialized PMOs and Mobile Tech the Future?

PM World Journal - January 2015

Author:  Mike Sicilia, Senior Vice President & General Manager, Oracle Primavera

The face of project management is changing. Economic fluctuation, evolving risk, and increasingly stringent regulations are creating new challenges for project managers. To meet these challenges and ensure the success of diverse projects across the enterprise, organizations must consider new and innovative methodologies and approaches that can inject innovation into processes.

Illuminating these realities, Oracle recently brought together a group of business leaders who revealed insight into two evolving areas: the role of project management offices (PMOs) and the increasing real-time reach of mobile technology. The Enterprise Project Portfolio Management (EPPM) Board – a steering group of senior executives, academics, and industry experts that looks at how C-level executives can successfully prioritize and manage the project portfolio – raised questions over the long-term value of PMOs and the way mobile technology can transform project management.

Read the complete article here.

Thursday Dec 04, 2014

Why New Product Development is so Important to Manufacturers

Written by the Aberdeen Group

Innovation has become critical to the long-term health of a business. No longer can a company rest on its laurels and keep doing “business as usual” you must always be looking at new ways to serve your customers. New products are an organization's most important source of revenue. New products bring in higher sales, increased customer loyalty, and ultimately higher profits. One only needs to look towards Apple back in 2001 when it released the iPod. A great product for its time that was extremely successful, Apple was not satisfied however and continued to focus on new innovative products. Instead they released new products like the iPhone and iPad, which directly contributed to Apple’s market share increasing at the rate that it has.

The data backs up that thinking, as half of the revenue for Best-in-Class companies comes from these new products, a clear gap between their peers (Figure 1).

It is true that the launch of a new product offers an organization's greatest opportunity for increasing revenue and profitability. However, new product development is not a simple, uniform or sequential process. Its complexity and risks arises from its many phases, its many stakeholders, and the intricacy of the product being developed. Increased product complexity, changing consumer demands, market globalization, extended supply chains and design networks, and regulatory compliance are all concerns that affect new product development. Executives that are considering how to improve this complex process must find the right balance between improving execution, efficiency and timeliness with the genius of innovation and problem solving. Executives that tip the balance too far in either direction end up with a great product that is late or a poor product that is on-time: and either makes for a commercial failure.

For those companies looking to improve NPD, read the recent Aberdeen Report on The Hidden Costs of Late Products.

Wednesday Jul 16, 2014

Top three considerations for #PMO deployment best practices

It all starts with good intentions; your good intentions to make a positive impact on the business, your good intentions to help the business become organized, and your good intentions to improve efficiencies and effectiveness. You’re thinking creatively, you’re excited about making positive changes and you’re full of optimistic energy. Yet with all these good intentions, your attempt to deploy a Project Management Office (PMO) is met with resistance from colleagues and fraught with difficulties in implementation. 

Why? 

Corey Spagnoli, Senior director of Continuous Improvement PMO from NCR Corporation, a PMO veteran with 13 years’ experience, talks through three of his most problematic examples of PMO rollout in IT and Continuous Improvement environments, and the critical success factors involved. Corey talks us through his PMO deployment mistakes, demonstrates the pitfalls to avoid, and shows us how to overcome the difficulties, becoming one of our PMO rollout success stories. 

Corey’s advice is to consider three key elements for a successful PMO rollout:

    1). Understand the needs of the business

    2). Match to the business culture

    3). Build in flexibility

    Read about the three key elements in more detail here. Full article here.

    Tuesday Jun 17, 2014

    Why Time-to-Market is Critical for Today's Automotive Suppliers

    After years of slumping sales, the auto industry is rebounding at an unprecedented pace. Auto parts and components suppliers, who were equally battered, now face the challenge of quickly retooling and re-staffing to regain status with OEMs.

    This White Paper looks at the current trends and how automotive suppliers can get back on the fast track.

    Learn how automotive suppliers can position themselves to help OEMs meet their new model goals.

    Tuesday May 06, 2014

    Establishing an EPMO to Achieve Maximum Impact and Results

    Recent research has shown that more than 60 percent of Fortune 1000 companies plan to implement an enterprise project management office (EPMO) over the next two years. Attend this session to learn the value of true enterprisewide portfolio management and the best practices associated with an EPMO. Don Kingsberry, deputy director and leader of the EPMO for the Bill and Melinda Gates Foundation–the largest private foundation in the world–shares what he has learned over 30 years in establishing six different EPMOs across multiple industries. Kingsberry's focus areas for the session include linking strategy to execution, prioritization, EPMO implementation, critical success factors, and resource management.

    Watch the full keynote here.

     

    Monday Jan 06, 2014

    University of Minnesota Saves Millions with Fewer Construction Change Orders and Claims, Improves Collaboration with Project Management Solution

    The University of Minnesota is one of the most comprehensive public universities in the United States, offering more than 370 fields of study at campuses in the Twin Cities, Duluth, Morris, Crookston, and Rochester. It also has six agricultural experiment stations, two biological stations, one forestry station, and regional extension services throughout the state. Project Management Solution for university of Minnesota

    The university’s capital planning and project management department oversees approximately 300 capital projects annually, valued at US$250 million. Typically, 10 to 15 of those projects have budgets exceeding US$2 million.

    Challenges:

    • Deploy a robust project management solution to support the university’s new capital planning and project management group, which oversees more than US$250 million in projects annually across multiple campuses and school facilities.
    • Standardize and automate processes and closely track the cost of capital projects, which range from classroom building construction to campus infrastructure initiatives, to ensure on-time, on-budget completion.

    Read complete list of challenges here.

    Solutions:

    • Gained a consistent project management methodology and process for the university’s construction projects with Oracle’s Primavera Unifier, improving the team’s ability to complete projects on time and within budget and achieving return on investment in three years.
    • Integrated contract and financial management and enabled the capital projects group to track and benchmark costs to gain a more accurate picture of expenditures associated with building certain types of campus structures, whether instructional buildings or infrastructure projects.
    • Reduced the number of change orders by 15%―saving US$3.7 million in 2009 alone―thanks to more detailed cost and scope information, audit trails, and transparency.

    Read complete list of solutions here.

    "With Oracle’s Primavera Unifier, we have introduced standardized project management methodologies, resulting in significant savings and enabling us to be better stewards of the projects entrusted to our group.” – Kevin McCourt, Business Manager, Capital Planning and Project Management Department, University of Minnesota

    Read complete customer snapshot here.

    Monday Oct 21, 2013

    In the Firing Line: The impact of project and portfolio performance on the CEO

    What are the primary measurements for rating CEO performance?

    For corporate boards, business analysts, investors, and the trade press the metrics they deploy are relatively binary in nature; what is being done to generate earnings, and what is being done to build and sustain high performance?

    As for the market, interest is primarily aroused when operational and financial performance falls outside planned commitments for the year. When organizations announce better than predicted results, they usually experience an immediate increase in share price. Likewise, poor results have an obviously negative impact on the share price and impact the role and tenure of the incumbent CEO.The impact of project and portfolio performance on the CEO

    The danger for the CEO is that the risk of failure is ever present, ranging from manufacturing delays and supply chain issues to labor shortages and scope creep. This risk is enhanced by the involvement of secondary suppliers providing services critical to overall work schedules, and magnified further across a portfolio of programs and projects underway at any one time – and all set within a global context. All can impact planned return on investment and have an inevitable impact on the share price – the primary empirical measure of day-to-day performance.

    Read this complete complementary report, In the Firing Line and explore what is the direct link between the health of the portfolio and CEO performance. This report will provide an overview of the responsibility the CEO has for implementing and maintaining a culture of accountability, offer examples of some of the higher profile project failings in recent years, and detail the capabilities available to the CEO to mitigate the risks residing in their own portfolios.

    Wednesday Oct 16, 2013

    RWE IT Updates Project Schedules with 10,000 Activities in Less Than One Minute

    RWE IT GmbH is the internal IT service provider for the RWE Group, by revenue the second-largest German utility company, which supplies electricity to more than 20 million Project Portfolio Management software for Utilitiesconsumers and gas to more than 10 million consumers, mainly in Europe. Through technological expertise and extensive knowledge of business and processes, RWE IT helps RWE Group companies meet their challenges. The company’s competencies, aligned toward the processes of RWE Group’s value-creation chain, include the rollout of standardized systems for acquisitions, new business segments, and regions; flexible integration or expansion for acquisitions, new business segments, and regions; and optimized use and expansion of the group’s IT infrastructure.

     Challenges

    • Enable three group companies—RWE Technology, RWE Power, and RWE Innogy—to efficiently manage multiple power construction projects at the same time and optimize resource use across those projects.
    • Provide schedulers with the ability to effectively open and modify projects with thousands of activities—to ensure on-time and on-budget delivery of major capital projects

    Read full list of challenges here

    Solutions

    • Deployed Oracle’s Primavera P6 Enterprise Project Portfolio Management to optimize project scheduling for power station construction while reducing costs for project management and operations.
    • Enabled 80 internal and external schedulers to leverage information from a dozen databases, including country-specific and test databases, and perform multiproject management—including opening and comparing projects with thousands of activities—to drive more cost-effective and on-time projects
    • Enabled RWE Technology, RWE Power, and RWE Innogy to ensure construction quality and better meet project deadlines with optimized power station construction planning and monitoring.

    Read full list of solutions here

    Why Oracle

    Oracle’s Primavera P6 Enterprise Project Portfolio Management is the only project management software capable of handling tens of thousands of simultaneous activities in multiple projects without using excessive computing time. It offers complete security and has the industry’s most advanced scheduling functionality. With the next Primavera release, we anticipate the introduction of advanced scheduling features, such as taking meteorological information into account when planning construction activities,” said Carsten Jung, applications corporate solutions, RWE IT GmbH.

    Thursday Sep 05, 2013

    Transform your business with Oracle Primavera

    If you use Oracle’s Primavera solutions, and you're attending Oracle OpenWorld, then the Primavera sessions are for you. Featuring 18 sessions, hands-on labs, demos, meet the experts and exhibits. The sessions are designed for you to gain valuable information on how to drive innovation, enhance operations or manage finance & risk, and effectively use our solutions to support both short and long-term growth through better formulation, alignment and execution of corporate initiatives and projects.

    Add these ten essential sessions to your schedule:

    • What’s New and the Planned Roadmap: Primavera P6, Primavera P6 Analytics, and Primavera Gateway
    • Improving Productivity Throughout the Capital Asset Lifecycle
    • What’s New and the Planned Roadmap: Primavera Unifier and Instantis EnterpriseTrack
    • Instantis EnterpriseTrack Cloud Service for IT and Enterprise Project Portfolio Management
    • Primavera PPM Solutions for Manufacturing Projects
    • Leveraging Oracle’s Primavera Across the Enterprise at Pacific Gas & Electric
    • New Product Update: Maximize the Effectiveness of Your Scheduling Process
    • Primavera PPM Solutions for Maintenance Projects
    • Primavera PPM Solutions for Capital Projects
    • Qualcomm Streamlines Its Design and Manufacturing Process with AutoVue/Agile Products

    In practical self-paced learning sessions covering everything from Oracle’s Primavera P6 solutions to Primavera Portfolio Management, Primavera Capital Planning and Instantis Enterprise Track and Unifier, you’ll discover new ways to derive maximum benefits from your Oracle software.

    (Seven labs to choose from - see Focus on Oracle Primavera for more information)

    Download the Focus On Oracle Primavera guide (pdf) and stay connected via Twitter.com/@OracleEPPM, LinkedIn, and Facebook/OraclePrimavera.

    Tuesday Sep 03, 2013

    Accelerating Speed to Market in the Highly Competitive Automotive Industry

    In the auto industry, introducing new products to market can cost up to $1 billion depending on the product’s complexity. Getting these products to market on time is crucial in order to realize ROI during the full lifecycle of the product. Without a timely launch, OEMs aren’t only affected, but suppliers, dealer sales & services and aftermarket ecosystems lose out, as well.

    Earlier this year, we saw new product launches that struggled and experienced recalls, with the potential loss of thousands of units in sales and corresponding loss of market share and customer confidence -- something that in this competitive environment is hard to win back. Studies also suggest that for every day an automotive launch was late, an OEM missed out on a million dollars in sales.2 One OEM believed that after being three months late on a major launch – it had lost 60% of the lifecycle profit.

    Why does production fall behind?

    Getting these products to market on time is crucial in order to realize ROI during the full lifecycle of the product.

    Read the complete whitepaper here to learn how an Enterprise Project Portfolio Management solution can help in accelerating the launch of new automotive products to achieve full lifecycle return on investment.

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